Corrective Action Plans

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Description of Finding: A payment made for food for an event was submitted for reimbursement under the VOCA program, and VOCA specifically prohibits the use of federal funds for food and beverages for conferences. Planned Corrective Action: The organization has ceased offering the services related t...
Description of Finding: A payment made for food for an event was submitted for reimbursement under the VOCA program, and VOCA specifically prohibits the use of federal funds for food and beverages for conferences. Planned Corrective Action: The organization has ceased offering the services related to the VOCA grant. That being said, the organization will implement a policy that will prevent unallowed costs under the VOCA program or a similar program by implementing the following: 1. Policy Update: Revise the Grant Compliance Policy to include a clear list of unallowed costs under VOCA and other federal programs, with specific reference to food and beverage restrictions. 2. Pre-Approval Process: Require all VOCA-related expenses to be pre-approved by the Grant Manager, who will verify compliance with VOCA guidelines. 3. Training: Conduct training for all staff involved in VOCA program spending on allowable and unallowed costs by June 30, 2025. 4. Repayment: Reimburse the VOCA program for the unallowed food expense from nonfederal funds by June 15, 2025, and document the transaction. 5. Monitoring: The Grant Manager will perform quarterly reviews of VOCA expenditures to ensure compliance, with results reported to the Executive Director. Responsible Party: Grant Manager, overseen by Caroline Catlender, Executive Director Anticipated Completion Date: July 15, 2025
View Audit 361880 Questioned Costs: $1
Description of Finding: The monthly narrative reports and beneficiary reports required to be submitted under the CDBG program were unable to be located, and therefore it cannot be determined if the reports were at all submitted as required. Planned Corrective Action: The organization has ceased offe...
Description of Finding: The monthly narrative reports and beneficiary reports required to be submitted under the CDBG program were unable to be located, and therefore it cannot be determined if the reports were at all submitted as required. Planned Corrective Action: The organization has ceased offering the services related to this grant. That being said, the organization will ensure timely and accurate report filing for all the grant programs that they participate in going forward. The YWCA New Hampshire will implement the following: 1. Report Tracking System: Develop a centralized report tracking system by July 15, 2025, to log all required reports, submission dates, and confirmation of receipt. 2. Standard Operating Procedures (SOPs): Create SOPs for report preparation and submission, specifying responsible staff, deadlines, and documentation requirements. 3. Training: Train program staff on the SOPs and tracking system by July 31, 2025. 4. Backup Documentation: Store all reports and submission confirmations in a secure digital repository, accessible for audits. 5. Monthly Compliance Checks: The Program Manager will review the tracking system monthly to ensure all reports are submitted on time, with findings reported to the Executive Director. Responsible Party: Program Manager, overseen by Caroline Catlender, Executive Director Anticipated Completion Date: August 15, 2025
View Audit 361880 Questioned Costs: $1
Finding 570915 (2023-002)
Significant Deficiency 2023
Description of Finding: Payroll documentation was found to be inadequate, as there were missing approved pay rates, lack of supporting documentation for stipends and differentials paid, and timecards submitted which were not approved, mathematically incorrect, and/or which did not agree to the payro...
Description of Finding: Payroll documentation was found to be inadequate, as there were missing approved pay rates, lack of supporting documentation for stipends and differentials paid, and timecards submitted which were not approved, mathematically incorrect, and/or which did not agree to the payroll paid. Planned Corrective Action: To strengthen internal controls over payroll, YWCA New Hampshire will implement the following: 1. Payroll Policy Revision: Update the Payroll Policy to require documented approval of pay rates, stipends, and differentials, with all documentation retained in employee files. 34 2. Timecard Approval Process: Implement an electronic timekeeping system by July 31, 2025, requiring supervisor approval of timecards before payroll processing. The system will flag mathematical errors and discrepancies. 3. Training: Provide training for supervisors and payroll staff on the new timekeeping system and documentation requirements by August 15, 2025. 4. Reconciliation Process: The Payroll Coordinator will perform a monthly reconciliation of timecards against payroll records, with discrepancies investigated and resolved before finalizing payroll. 5. Audit Checks: The CFO will conduct quarterly audits of payroll records to ensure compliance with the updated policy, with results reported to the Executive Director. Responsible Party: Payroll Coordinator and Finance Manager, overseen by Caroline Catlender, Executive Director Anticipated Completion Date: August 15, 2025
View Audit 361880 Questioned Costs: $1
Finding 570914 (2023-001)
Significant Deficiency 2023
Description of Finding: A disbursement made to a vendor was not supported with adequate documentation to support the payment that was made. Planned Corrective Action: To address the lack of adequate documentation for vendor disbursements, YWCA New Hampshire will implement the following measures: 1. ...
Description of Finding: A disbursement made to a vendor was not supported with adequate documentation to support the payment that was made. Planned Corrective Action: To address the lack of adequate documentation for vendor disbursements, YWCA New Hampshire will implement the following measures: 1. Policy Update: Revise the Financial Management Policy to mandate that all disbursements require supporting documentation, including invoices, purchase orders, and approval signatures, before processing. 2. Training: Conduct mandatory training for all staff involved in procurement and payment processes on proper documentation requirements by June 30, 2025. 3. Internal Review Process: Establish a pre-payment review checklist to be completed by the Finance Manager to ensure all required documentation is present. 4. Document Retention: Implement a digital filing system, through Bill.com, to store and organize all disbursement-related documents, ensuring easy retrieval for audits. 5. Monitoring: The CFO will conduct monthly reviews of a sample of disbursements to verify compliance, with findings reported to the Executive Director. Responsible Party: Finance Manager, overseen by Caroline Catlender, Executive Director Anticipated Completion Date: July 31, 2025
View Audit 361880 Questioned Costs: $1
2023-001 Late Single Audit Submissions Category: Material weakness in Internal Control and Material Noncompliance Condition: The Authority has not timely submitted the Single Audit Reporting Packages for the years ended June 30, 2022, and 2023. Management’s Response: Starting in FY 2024-2025, the Fi...
2023-001 Late Single Audit Submissions Category: Material weakness in Internal Control and Material Noncompliance Condition: The Authority has not timely submitted the Single Audit Reporting Packages for the years ended June 30, 2022, and 2023. Management’s Response: Starting in FY 2024-2025, the Finance Department will maintain detailed records of all payments made, deposits received, and the reimbursement and transfer processes. This approach ensures that all reports are completed in a timely manner. To strengthen internal control over accounts, disbursements, and fund entries, the LRA’s Finance Department will hire additional personnel. These new team members are responsible for updating and managing accounting records. Together, they have established a strict timeline for completing important tasks to ensure a clear and concise flow of funds. The workloads will be divided among the team, with specific responsibilities assigned for Accounts Receivable, Accounts Payable, Bank Reconciliation, and Bookkeeping. Some responsibilities are interlinked, allowing team members to support one another in the event of absence or the need for assistance and providing documents to the external audits for the Single Audits. Person in charge: Juan C. Rodriguez Rivera Accounting Official 787-705-7188 Juan.rodriguez@lra.pr.gov Implementation Date: FY 2024-2025
The Alliance did monitor the subrecipients, but the documentation was not properly saved. This policy has since been revised to save the monitoring documentation to the grant management sof tware.
The Alliance did monitor the subrecipients, but the documentation was not properly saved. This policy has since been revised to save the monitoring documentation to the grant management sof tware.
The Alliance documented the ARPA designated hours per employee and made adjustments where needed to allocate money away f rom ARPA funds when those were not reported. This process will be documented and all data and calculations supporting the allocations will be retained.
The Alliance documented the ARPA designated hours per employee and made adjustments where needed to allocate money away f rom ARPA funds when those were not reported. This process will be documented and all data and calculations supporting the allocations will be retained.
The Organization filed the single audit on July 2, 2025, and addressed procedures on reporting to ensure timely reporting going forward.
The Organization filed the single audit on July 2, 2025, and addressed procedures on reporting to ensure timely reporting going forward.
The Organization is aware of the error. The $28,679 was disbursed immediately subsequent to year end. The Organization has hired an additional accountant which will help the timeliness of payments.
The Organization is aware of the error. The $28,679 was disbursed immediately subsequent to year end. The Organization has hired an additional accountant which will help the timeliness of payments.
The Organization is aware of the error made and is seeking reimbursement for overpayment. The Organization has hired an additional accountant which will alleviate overpayment issue.
The Organization is aware of the error made and is seeking reimbursement for overpayment. The Organization has hired an additional accountant which will alleviate overpayment issue.
The organization agrees with the finding. The organization will implement a method to ensure accrued vacation is appropriately adjusted and vacation costs are accurately recorded and allocated to grants. Completed in FY2023-2024
The organization agrees with the finding. The organization will implement a method to ensure accrued vacation is appropriately adjusted and vacation costs are accurately recorded and allocated to grants. Completed in FY2023-2024
The organization agrees with the finding. Now that the organization has filled the accounting director position the delinquent audits are being completed as efficiently as possible.
The organization agrees with the finding. Now that the organization has filled the accounting director position the delinquent audits are being completed as efficiently as possible.
Response: The organization agrees with the finding. For fiscal year ending June 30, 2024, FCCP will create and implement a process for sending confirmation requests to grantors of federal funds to verify the federal funds and Assistance Listing Number.
Response: The organization agrees with the finding. For fiscal year ending June 30, 2024, FCCP will create and implement a process for sending confirmation requests to grantors of federal funds to verify the federal funds and Assistance Listing Number.
PALSS began correcting its procurement policies in FY 2025 to include sole source procurement and the need to have only one quote for purchases under $10,000. Purchases above $10,000 will need three quotes.
PALSS began correcting its procurement policies in FY 2025 to include sole source procurement and the need to have only one quote for purchases under $10,000. Purchases above $10,000 will need three quotes.
PALSS cunently has a procurement policy that was updated in 2024. In our updated policy, purchases below $10,000 only need one quote. Purchases above $10,000 will need three quotes. This policy also follows our state procurement guidelines.
PALSS cunently has a procurement policy that was updated in 2024. In our updated policy, purchases below $10,000 only need one quote. Purchases above $10,000 will need three quotes. This policy also follows our state procurement guidelines.
Views of responsible officials and planned corrective actions: Management acknowledges the omission of the federally contract from the auditee’s prepared SEFA. Management is committed to properly preparing the SEFA, and to address this oversight, management will identify trainings for accounting p...
Views of responsible officials and planned corrective actions: Management acknowledges the omission of the federally contract from the auditee’s prepared SEFA. Management is committed to properly preparing the SEFA, and to address this oversight, management will identify trainings for accounting personnel related to SEFA reporting and for those reviewing the schedule, to ensure its accuracy.
Views of responsible officials and planned corrective actions: Management acknowledges the oversight in not utilizing timecards for salaried employees whose compensation is charged to federal contracts. To strengthen internal controls and ensure compliance with applicable federal regulations, manage...
Views of responsible officials and planned corrective actions: Management acknowledges the oversight in not utilizing timecards for salaried employees whose compensation is charged to federal contracts. To strengthen internal controls and ensure compliance with applicable federal regulations, management is committed to implementing corrective measures. As part of this effort, management will update existing policies and procedures, and will identify and provide targeted training for accounting personnel responsible for allocating salary charges to federal contracts.
View Audit 361731 Questioned Costs: $1
Maintain complete files for each vendor/contractor, including W9s, contracts, and payment records. Develop and use a cost allocation method to separate expenses across program, management, and fundraising functions.
Maintain complete files for each vendor/contractor, including W9s, contracts, and payment records. Develop and use a cost allocation method to separate expenses across program, management, and fundraising functions.
Implement a standardized bookkeeping system(ie Quickbooks) establish documentation protocols for each donation or expense, and ensure each transaction identifies: Who initiated it, What was it for, When it occurred, and How it was processed.
Implement a standardized bookkeeping system(ie Quickbooks) establish documentation protocols for each donation or expense, and ensure each transaction identifies: Who initiated it, What was it for, When it occurred, and How it was processed.
Views of Responsible Officials and Corrective Actions: Community Care Management Corporation agrees with the audit finding concerning missing source documentation, especially related to revenue. Leadership attributes the issue to frequent turnover in financial management roles, which affected ledg...
Views of Responsible Officials and Corrective Actions: Community Care Management Corporation agrees with the audit finding concerning missing source documentation, especially related to revenue. Leadership attributes the issue to frequent turnover in financial management roles, which affected ledger maintenance, reconciliations, and financial reporting. To address this, Community Care Management Corporation has implemented a corrective action plan that includes: • Hiring qualified financial staff and providing targeted training. • Enforcing improved documentation and retention protocols. • Establishing stronger internal controls and monthly reconciliations. • Launching periodic internal audits for continuous improvement. • Upgrading accounting systems and regularly reporting progress to leadership. These actions aim to restore sound financial practices, ensure audit readiness, and maintain compliance with accounting standards.
Finding Number: 2023-008 Condition: The County did not have controls in place to ensure the subrecipient was paid within 30 calendar days after request for reimbursement was received. Planned Corrective Action: Chief Engineer – WRC, Evans Bantios, will review department processes regarding invoice d...
Finding Number: 2023-008 Condition: The County did not have controls in place to ensure the subrecipient was paid within 30 calendar days after request for reimbursement was received. Planned Corrective Action: Chief Engineer – WRC, Evans Bantios, will review department processes regarding invoice due dates and acquire approval documentation from the vendor if a payment is beyond the due date. Contact person responsible for corrective action: Chief Engineer – WRC, Evans Bantios Anticipated Completion Date: 06/30/2025
Finding Number: 2023-007 Condition: Controls in place were not adequate to ensure the schedule of federal expenditures was complete and accurate. Planned Corrective Action: Reports in Workday along with new reconciliation workpapers will be utilized to ensure a complete and accurate SEFA in FY2025. ...
Finding Number: 2023-007 Condition: Controls in place were not adequate to ensure the schedule of federal expenditures was complete and accurate. Planned Corrective Action: Reports in Workday along with new reconciliation workpapers will be utilized to ensure a complete and accurate SEFA in FY2025. Contact person responsible for corrective action: Laura Randall Anticipated Completion Date: 06/30/2025
Finding Number 2023-006 Condition: The County did not file the required FFATA reports for CDBG subrecipients timely. Planned Corrective Action: Schedule FFATA reporting within 30 days of Cities, Villages and Township budget acceptance. Contact person responsible for corrective action: Laura Randall ...
Finding Number 2023-006 Condition: The County did not file the required FFATA reports for CDBG subrecipients timely. Planned Corrective Action: Schedule FFATA reporting within 30 days of Cities, Villages and Township budget acceptance. Contact person responsible for corrective action: Laura Randall Anticipated Completion Date: 06/17/2024
Finding Number 2023-005 Condition: The FEMA expenditures on the schedule of expenditures of federal awards (SEFA) initially presented for audit were not complete and accurate. Planned Corrective Action: Seek training from our auditors on the proper recording of obligated expenditures. Contact person...
Finding Number 2023-005 Condition: The FEMA expenditures on the schedule of expenditures of federal awards (SEFA) initially presented for audit were not complete and accurate. Planned Corrective Action: Seek training from our auditors on the proper recording of obligated expenditures. Contact person responsible for corrective action: Laura Randall Anticipated Completion Date: 06/14/2024
Finding Number: 2023-004 Condition: The County did not have controls in place during the year under audit to ensure that the required certified payrolls were received by contractors and subcontractors. Planned Corrective Action: Develop a process with Neighborhood Housing and Development Department ...
Finding Number: 2023-004 Condition: The County did not have controls in place during the year under audit to ensure that the required certified payrolls were received by contractors and subcontractors. Planned Corrective Action: Develop a process with Neighborhood Housing and Development Department ensuring all appropriate documentation has been reviewed and received. Contact person responsible for corrective action: Khadija Walker-Fobbs Anticipated Completion Date: 07/15/2024
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